Efficient Plant Jan./Feb. 2021 - 23

department | on the floor

 Perform a PM optimization on maintenance tasks.
 Plan and schedule all maintenance work.
 Do a parts rationalization to remove unnecessary and
obsolete parts.
 Keep PM compliance at more than 95%.
 Perform root-cause analysis on repeat-maintenance issues.
 Perform trending based on predictive-technology results.
 Use Weibull analysis to track reliability growth.
 Reward persons doing proactive maintenance.
 Work with operations on principles that personnel agree to
follow in daily work practices.
 Be sure to only put the correct amount/type of lubrication
in each machine.
 Review safe practices before every job.
 Focus on improving the R&M system/process and not
blame individuals.
Make realistic goals and stick to them. Of course, your goals should
have specific values tied to them, but you get the idea. If you do, you
are well under way toward a best-practice R&M process. If you don't,
some of these shortfalls won't be critical. Collectively, too many of these
poor practices will take you over the tipping point and cause your R&M
process to fail.
It's like a jigsaw puzzle in which every piece has a specific place and
is linked to several other pieces. If too many pieces are missing, then
there will be too many informal processes not functioning properly
or formal processes that are not being followed. It's difficult to follow
a process that has an unclear big picture and so many dysfunctional
parts. It's only when all of the parts are properly in place, that the
picture works and provides full clarity and value.
Why do people not follow through on their goals/resolutions? Reasons such as fear of failure or complexity of the task leave people overwhelmed or not sure where to start. Lack of immediate consequences,
lack of discipline or self-control, insufficient motivation, not convinced
that the effort is worth the outcome, can all contribute. It's a lack of
follow through or procrastination. In simplest terms, if the motivational
influences are greater than the demotivating influences, you get action.
If the demotivating influences are greater than the motivating influences, you get inaction or procrastination.
Often you know better, but still act against your better judgment.
This is actually a timeless issue. Greek philosophers used the word
" akrasia " to describe this kind of behavior. Humans usually like shortterm benefits and are creatures of habit (bad and good). There are lots of
proposed strategies to overcome procrastination. A few that are important include simply starting (even if it's a partial step), using a structure

JAN/FEB 2021

EP2101onthefloor.indd 23

(set times), and making a decision now that forces the first step. For
example, I'm a time-structured checklist person defining the musts and
wants of what I plan to accomplish each day, based on upcoming events,
deadlines, and goals. I typically do the task that is most difficult (or that
I least look forward to) first. This way the day gets better right from the
start after having that accomplished.
Here are two often-used quotes (authors unknown). " There are
three types of people: those who make things happen, those who watch
things happen, and those who wonder what happened, " and " People
who say it cannot be done should get out of the way of those who are
doing it. " Akrasia-procrastination or doing it? Decide which person
you're going to be in 2021, both personally and in your reliability and
maintainability activities. EP

Based in Knoxville, Klaus M. Blache is director of the Reliability
& Maintainability Center at the Univ. of Tennessee, and a
research professor in the College of Engineering. Contact him at
kblache@utk.edu.
20_2379_Efficient_Plant_JAN Mod: November 19, 2020 11:42 AM
Print: 12/07/20 4:11:25 PM page 1 v7

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Efficient Plant Jan./Feb. 2021

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